...Case 2 The Fast Food Industry A Porter 5-forces model of the fast food industry-----Wu Rongrong The threat of new entrants in the fast food industry is high. Because there are no legal barriers which would keep them from entering the industry. The major barriers in which a firm faces in the industry are the economies of scale and the access of the distribution. In order for a firm to enjoy success in the industry, they must spend a large amount of capital on advertising and marketing. The industry is very competitive because firms are always attempting to steal customers from each other. Access for distribution is crucial in the restaurant industry because if the customer can’t see you or access you easily it’s possible that they won’t go out of there way to eat there. Franchise options also make is easier to enter the market, for example Subway has built their strategic plan around franchise options. Therefore, initially the only cost to enter the market is the starting capital required to open a restaurant. (1) On the one hand, the entry barriers are low. Most fast food restaurants are small size without any advantage. There is no brand advantage for the lack of famous brand, and the capital requirement is low. The resource is more, and the existing fast food restaurant cannot form barriers for the resources. Besides, the cost is low, and the existing fast food restaurant doesn’t have rich production experience and management technology. On the other hand, the original...
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...ERP system in Xinghe Electronic Commerce Company IT 500 Information Technology Professor Robert Dachowski March 23, 2014 Yue Wang, Nan Wu, Cancan Ge, Yi Ma Table of Contents Part I. Yue Wang ………………………………………………………………3-13 Part II. Nan Wu ………………………………………………………………14-20 Part III. Cancan Ge ………………………………………………………….21-24 Part IV. Yi Ma ………………………………………………………………25-31 Reference ……………………………………………………………………32 Part I Background IT tech, especially the widespread of using, has made human beings entered a brand new age which is a knowledge economic timing. Under this big timing, the business environment time has been completely changed for companies. For example, traditional business model has been replaced by E-commerce model. With an abundant of consumer’s demand, revolution of tech, short period of product life cycle and sharp competition in marketing, companies should follow this 3C guideline which is consumer, challenge and change. Also, company should match consumer’s customize demand so that the company can accelerate adapt the development of marketing’s changing. Under the new external environment, e-commerce companies need to adjust their development strategies, restructuring their business processes and organizations, also need to use modern information technology, enterprise information management. In this context, electricity providers need to use integrated enterprise management information system to provide real-time, accurate...
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...Page 1 of 18 17th European Conference on Information Systems TEACHING CASE LEADING THE CHANGE - ERP IMPLEMENTATION AT KEDA Abstract While Enterprise Resource Planning (ERP) system demand in China has been steadily increasing, many of such implementation projects failed. Keda Industrial Co. Ltd (600986: Shanghai Stock Exchange), a manufacturer of large scale machinery in China, however, was one of the few that successfully deployed its ERP solution in 2005. In this case study, we document the ERP initiative of Keda from its conception to its deployment, study the factors that contributed to its success, and summarize Keda’s practices that substantiated the identified success factors. Keywords: Enterprise Resource Planning, Implementation, Critical Success Factors, Teaching Case 17th European Conference on Information Systems 1 Page 2 of 18 INTRODUCTION According to a market study conducted by Gartner Research, ERP software demand in China increased by 29% in 2006 (Pang et al, 2006). In fact, many enterprises in China have recognized the strategic importance of ERP in their rapid developments. Keda Industrial Co. Ltd. (600986: Shanghai Stock Exchange), a manufacturer of large-scale machinery in China, was such a company. Keda produces and sells machinery for processing ceramics that are mainly used in construction. In August 2005, Keda successfully deployed SAP as their ERP solution, a mere five months after forming an implementation team....
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...resource has played an important role in enterprises management. With the change of ethos and mode of thought in enterprises and individuals, employee loyalty becomes a significant tool to measure whether the management of firms is successful and brilliant. Today an individual's career is no longer tied to a single organization, as career changes and job mobility have become phenomena(Rousseau,1998) which means two-way choice, including employees and enterprises not only have respect to the personal development of employees, but also have respect to the operation and management of enterprises. Organizational commitment is the individual's psychology attachment to the organization. (Meyer, JP and Allen, 1991) the basis behind many of these studies was to find ways to improve how workers feel about their jobs so that these employees would become more committed to...
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...Red Cloud Rising: Cloud Computing in China by Leigh Ann Ragland, Joseph McReynolds, Matthew Southerland, and James Mulvenon Research Report Prepared on Behalf of the U.S.-China Economic and Security Review Commission September 5, 2013 Revised March 22, 2014 After the publication of this report on September 5, 2013, Microsoft brought to the authors’ attention new information about its partnership with Chinese company 21Vianet. The original version of the report inaccurately characterized certain aspects of the Microsoft-21Vianet partnership. A revised discussion of this partnership is provided on pages 32-34. The authors would like to thank Microsoft for their assistance in clarifying the details of 21Vianet’s Windows Azure service. Disclaimer: This research report was prepared at the request of the Commission to support its deliberations. Posting of the Report to the Commission's website is intended to promote greater public understanding of the issues addressed by the Commission in its ongoing assessment of U.S.-China economic relations and their implications for U.S. security, as mandated by Public Law 106-398 and Public Law 108-7. However, it does not necessarily imply an endorsement by the Commission or any individual Commissioner of the views or conclusions expressed in this commissioned research report. i About Defense Group Incorporated Defense Group Inc. (DGI) performs work in the national interest, advancing public safety and national security through innovative...
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...1. China Mobile, empereur de la téléphonie China Mobile a de quoi faire pâlir de jalousie Orange, SFR et Bouygues réunis. Le premier opérateur mobile de Chine totalise 290 millions de clients, ce qui en fait le plus gros opérateur mobile du monde. La société est issue de la restructuration du secteur des télécommunications chinois en 2000, pour cause d'entrée dans l'organisation mondiale du commerce. - Chiffre d'affaires 2010: 24 milliards d'euros - Résultat opérationnel 2010: 7,3 milliards d'euros 2. Dongfeng, des partenariats pour mieux grandir Dongfeng Motor, troisième constructeur automobile de Chine, n'en finit plus de grandir. Son bénéfice net a augmenté de 69% au premier semestre 2009, à 107,7 millions d'euros. Une des recettes de l'entreprise : monter des co-entreprises avec des acteurs plus expérimentés, tels Honda et PSA. En 2007, Dongfeng lancera sept nouveaux modèles sous sa propre marque. Il est entré en bourse fin 2005. - Chiffre d'affaires semestriel 2010: 2,3 milliards d'euros - Résultat net semestriel 2010: 107,7 millions d'euros 3. Haier, la PME d'Etat devenue empire mondial Haier est tout simplement le symbole du capitalisme chinois. L'ex-PME d'Etat sans le sous est devenue en vingt ans un géant de l'électroménager, pesant 10,3 milliards d'euros de chiffre d'affaires en 2008 contre 2,5 milliards pour le leader français Seb. En revanche, son résultat net a baissé de 35,2% en 2009. - Chiffre d'affaires 2010: 10,3 milliards d'euros - Résultat...
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